Management Knowledge-Based Organizations Assignment

Management Knowledge-Based Organizations - Assignment Example Operating on a regional or international basis, companies that can be considered to be relatively large require an appropriate knowledge management system that is in line with its operations. These kind of services can thus be acquired through a liaison with an appropriate international consultancy company. Knowledge management is thus the process of collecting, development, sharing and effectively utilizing the organizational knowledge in an appropriate manner. Management of knowledge in an organization begins with an articulate communication system that is coupled with a multi-disciplinary approach to making the best of the organizational objectives through an appropriate utilization of the existent knowledge (Sedera & Gable 2010, pp. 296). Successful organizations have resources dedicated to knowledge management; this is usually part of the business strategy, human resource or information management department. Management of knowledge thus focuses on the organizational objectives such as innovation, performance improvement as well as maintenance of a competitive advantage. Manipulation of the existence resources of an organization such as the available database, as well as the human resource, is significant for the success in the achievement of proper knowledge management strategies. In an attempt to intrinsically understand the modalities and the implications of appropriate knowledge management. The XYZ international company is an organization that operates on an international basis.

Country Risk Ananlysis Research Paper Example | Topics and Well Written Essays - 2250 words

Country Risk Ananlysis - Research Paper Example Some risks can be diversified away through investing in portfolios of investments which diversify each other’s risk. The risk that can be diversified away is called diversifiable risk or unsystematic risk. On the other hand systematic risk cannot be diversified and is thus also called un-diversifiable risk. Economic and political risk is inherent risks of operating in a country. The economic risk is the risk that economy of that country would change for the worse. This change could be due to bad management or uncomprehend able natural causes, such as reduction in oil prices for a country which has oil as its primary export. Political risk on the other hand points towards the stability in the country. This is the risk that there would be political turmoil in a country which would result in loses on investment. The recent changes in the Arabian Peninsula are changing the shape of Arab politics for ever. There have been major political changes in countries like Egypt, Libya and S yria. These political changes would in due course of time bring positive changes in the region and contribute to the economic stability and wellbeing of local. However these changes have also created a sense and environment of uncertainty in the political environment of the region. There is confusion as to which country would be affected by this political upheaval next. Amongst this political turmoil lies a country of 1.7 million people known as Qatar. The State of Qatar is located in the Middle East and shares its borders with the Gulf and Saudi Arabia. The country is a monarchy controlled by the Al Thani family. Other monarchies in the region are threatened by political upheavals; Qatar is no different due to its political system. However Qatar is still a peaceful country and there have been no apparent signs of any political upheavals. One of the reasons is the sound economic situations of the country. The economy of Qatar is growing rapidly and is considered one of the fasted gr owing economies of the world. The nation has a per capita annual GDP of 97,000 dollars, which is one of the highest in the entire world. The nation is rich with oil and gas reserves. However instead of simply consuming these resources like many other Arab nations, Qatar has strived to build itself as a strong economic power through development of infrastructure and industry. The economic growth is stable due to a strong inflow of foreign capital due to oil exports. This stability plays a primary role in reducing the financial risk of the country. The purchasing power parity of Qatar according to CIA Fact-book is estimated to be $123 billion. This is an increase of approximately 20% from previous years. Due to a rick economy the locals are not an active part of the country’s workforce. However efforts are being made to bring about a change in this department. The main hindrance in these efforts is the availability of an excellent social welfare system, which allows people to l eave lives near 0 % present of poverty. This can be seen by the high per Capita GDP of Qatar which makes it one of the richest nations in the world. The country risk of Qatar has been defined as CRT-3. Risk tier 3 is defined as Developing legal environment, legal system and business environment with developing capital markets; developing insurance regulatory structure. This means that the country has very low economic risk. This low risk is due to the rapid growth of GDP

Are major programs considered temporary of permanent organizations

Are major programs considered temporary of permanent organizations From a management perspective, should major programs be regarded as permanent or temporary organizations? Change is permanent therefore all organisations are temporary. So does it matter if management regards major programs as temporary or permanent organisations? The answer is it does. Major programs are a social construct and there appears to be significant differences in culture, behaviour and performance that vary with the perception an organisation attaches to its lifespan. In this essay we will ask what major programs are, how they come about, what their purpose is, how they are planned and how all of this should be taken into account when considering whether they should be regarded as temporary or permanent organisations. We will explore cultural and behavioural characteristics to be found in permanent and temporary organisations and consider how this affects performance and outcomes. We will refer to theories of organisational design to see how major programs might be classified and structured in order to assess whether a temporary or permanent organisation is best suited to eff ective management. Finally, we will come to a conclusion about; whether, from a management perspective, projects should be regarded as temporary or permanent. Major programs can be viewed as the big version of programs which, themselves, are a collection of projects being operated for a common goal. Big in this context  [1]  refers to long duration (c7-10 years), and high cost (>$1bn). Beneath the surface there are many other complicating variables that impart each major program with its individual character. These include but are not limited to: significant bespoke product customisation, unprecedented scale, significant reputational factors, transformational change, continuous changes throughout life. With all this combined they present a much more complex and challenging environment than the single project. Major programs are commissioned in order to deliver a step change on a strategic scale. Quinn (1978) says they are a response to change deficit. Thiry (2007) says the need to change is usually caused by an unsatisfactory condition (p.119) which could be unsatisfied ambition. As they consume a substantial share of the organisations resource and capital for a sustained period they are authorised through the strategic plan. The need to maintain this link to strategic intent creates one of the most important issues and challenges relating to temporary or permanent form. In his widely respected work The Rise and Fall of Strategic Planning Mintzberg makes the argument that plans and strategy are not all deliberate. They operate within an unstable world where factors beyond organisational control are constantly interacting to create new realities. In this world the intended strategy is impacted or replaced by what Mintzberg terms as emergent strategy. Due to their duration, major programs m ust adjust to changed circumstances by making changes to their own plans and objectives. By virtue of their scale they also need to feed back into the strategy planning environment as an input, which will in turn influence emergent strategy via a Double Loop process (Thiry and Deguire 2007). From a company management perspective it is therefore important that a major program is operated through an organisation whose life expectancy and philosophy is aligned with strategic intent rather than specific start and end points along a simple time line. In the opinion of Thiry this requires regular reviews to ensure the program is on target, requiring adjustment and still needed. The termination date that is determined by the realisation of benefits rather than a handover to operations at product completion (Thiry 2007). Taking this notion still further, some major programs are now organised around a Build Own Operate (BOO) model, Jaafari (2007). BOOs are permanent organisations designed to counter the risk that project teams see themselves as temporary organisations who are not involved in realising benefits. To theorists like Thiry the link between the major program organisation and strategy is paramount. He states that programs need to produce business level benefits and are a link between strategy and projects Thiry (2007) p.114). So from its inception to its termination point the life of a major program is governed by strategic delivery. The role of the plan also has an influence on the practicalities of working via a temporary or permanent structure. Project teams organised according to conventional project management standards work best with fixed and accurate plans. The plan is the vehicle for their organisation. By approving the plan the permanent organisation is effectively creating a contract that delegates authority to a local organisation Ives (2005) p.45 that can take decisions and act quickly without constantly referring to the chain of command as it goes about its business. This style of project management, works well with a well-defined and accurate plan. But the plan for a ten year major program costing $1bn is inevitably going to be inaccurate (ref Mintzberg). The role of the external environment is likely to be greater, the program leader will be forced to spend time dealing with outside bodies (regulators, pressure groups) Hobbs and Miller (1988) p.147, there will be a need to appraise and review Thir y (2007) p.133 and, with so much company resource tied up in its operation, the program has a role to play in institutional learning, staff training and development. These fluid conditions do not support the fixed plan model. They are more familiar to general managers in a permanent organisation than project managers in a temporary organisation. This creates a tension in organisational design. The fact that project management has become the popular engine of change even leading to colonisation and the projectification of society Maylor et al (2006) p.664 testifies to dissatisfaction with past performance. Major programs had a history of failing even before they were called major programs. The adoption of a project approach is proof that organisations need special help to overcome internal resistance and opposition to strategic change. The project based temporary organisation offers the promise of being more single-minded, target driven, dynamic, better at lateral communication, fast er at decision taking and acting, undistracted, specialised and clear in mission. To explore the implications of adopting a temporary organisation structure in more detail it is useful to refer to A theory for the temporary organisation Lundin, R.A. and Soderholm, A. (1995). This theory refers to basic concepts of Time, Task, Team and Transition. It suggests that permanent organisations have a view of the world that is based on their presence continuing forever. By contrast temporary organisations use time as a primary measure. Key events actions are dimensioned against a linear time-line. Whilst permanent organisations are accountable for financial performance, the temporary organisation is given dispensation from fiscal contributions and any other distractions. The temporary organisation (Team) is funded to deliver an output which will eventually be transferred (via Transition) to the permanent organisation who will use it to create value in line with the strategic intent. The temporary organisation could be regarded as an entrepreneurial substitution for market pricing. According to the theory the temporary organisation passes through a sequence of phases that begin when a group promotes the Task for the project (Action based entrepreneurialism). Fragmentation of commitment building occurs when the team decouples from the organisation from other past, contemporary or even future sequences of activities. Planned isolation describes the process where the team closes itself away by deliberately isolating the organisation to execute the plan for which the whole operation should proceed like a train moving at high speed towards the end station without unwanted stops. Institutionalised Termination describes the process where the team is recoupled to the organisation and delivers their output to operations via a bridging process. Although this sequence would support a conventional project, a temporary organisation following this behaviour is unlikely to successfully span a ten year major program lifecycle. The emphasis on isolation, time based delivery and a fixed plan is unrealistic. Over a ten year period the temporary and permanent organisation will need to systematically exchange data, staff and revised plans. Splendid isolation with high speed delivery and no unwanted stops is not practical. Lundin and Soderholm only considered two types of project. Unique where the project was exploring new ground and repetitive which was a project (like construction) based on previously tried and tested plans. To move the discussion forward it would be useful to consider how a program might be classified in order to create an appropriate organisational design that fits the needs of strategy. In the case of major programs even repetitive projects (for example bridge building) present sufficient local variation for the managers to feel their task is unique. To consider whether temporary or permanent is best it would be useful for management to be able to assess the context of their specific project. Shenhars Diamond Model Shenhar (2007) based on contingency theory is useful for this. It appears to be applicable to the full spectrum of projects from single project to major program. Shenhar eschews the one size fits all p.10 Shenhar (2007) methodology of standard project management in favo ur of using classical contingency theory to address the need for adapting the right style to the right project Shenhar (2007). Having studied 600 projects Shenhar developed a view using Uncertainty and change, Complexity and Pace (UCP) as dimensions for plotting project profiles in his Diamond Model. To obtain readings to feed into the model managers are asked to follow a three step process to assess the Environment, Product and Task for the project. The goal is to use this data to plot a project profile that can then be used to identify specific managerial activities, decisions and style that are best appropriate for each level and each project type. The UCP model was expanded into NTCP with 13 readings on a four dimensional scale. Figure 1 NTCP Model (c) Shenhar 2006 (Reinventing Project Management) The system allows management to map out the scope / profile of a project with each point along the four dimensions analysed by variables giving relevant advice. A major program might well have a Complexity that is described at the Array level (large widely dispersed collections of systems function together to achieve a common purpose). Shenhars system states the Project Organization for this should be: An umbrella organization usually a program office to coordinate subprojects; many staff experts: technical, administrative, finance, legal etc. p.191 Shenhar (2007) Wiley. But he does not apply contingency theory to the structuring of an organisation. He also takes a conventional view on project lifetime. Though he is dismissive of narrow project management by Triple Constraints (cost, time and scope) he accepts the norm that projects can be seen as temporary organisations within organisations. The use of contingency and organisational theory in project organisation design is purposefully addressed by Molloy and van Donk. In their paper From organising projects to projects as organisations they detect a turn to a focus on structural, contextual and contingent factors or projects that supports an exploration of the relevance of organisational theory to project management p.131 Molloy et al (2008) They refer to the work of Mintzberg which bases organisational structure on nine design parameters influenced by five contingency factors, to map types of project to Mintzbergs five organisation structures (Simple, Machine bureaucracy, Professional bureaucracy, Divisionalised form, Adhocracy). Although major programs were not specifically included in this exercise Molloy and van Donk encourage the view that under different circumstances different organisational structures will be needed to be successful p.130. The message that is evolving for management from this exploration is that the question of whether major programs should be regarded as temporary or permanent organisations is entwined in a wide range of threads. Context, adaptation, flexibility, strategic alignment and a departure from the rigid standardisation of project management appear to be present. This is not a concern if you take the view that major programs can hold both permanent and temporary status. If you also believe it is possible to design a temporary organisation with a different management structure to the standard project management approach, you open the door to organisational theory and a contingency based approach and, this seems worthwhile. Organisational designers like Galbraith provide access to theories that have grappled with issues that are currently challenging project management and major project management. In particular, the view that organisations compete and gain advantage through organisational structure (Ref like the New Management Paradigm Gareis (2007) p254. The need for wider thinking is apparent from the realisation that major programs are capable of evolving from start-up to termination over ten years whilst passing through phases where they develop into large-scale enterprises involving many participants divided across many activities and sub-projects. There are obvious parallels with the way that permanent organisations develop under similar conditions. For management who have given the go ahead on a strategic plan with a ten year timeframe and a $1bn budget there are potential benefits in a contingency based process that uses Galbraiths Star system Galbraith et al (2002). This works through a dedica ted organisational design process that starts with Strategy and progresses through Structure, Processes, Rewards system and People planning (including policies on training and development). This seems a sensible alternative to a one size fits all philosophy that presumes a project is a temporary endeavour undertaken to create a unique product or service. PMI (2000). At this point we have travelled some distance from the original question about whether major programs should be regarded as permanent or permanent organisations. We started with strategic alignment because this is so important given the scale and importance of major programs. This was shown to be difficult to maintain using an approach based on project management in a temporary organisation that is narrowly managed by methods built around the Triple Constraint of time, cost and scope (Shenhar 2007). Major programs require input from many of the behaviours and methods used by permanent organisations. But this has to be managed carefully. Major programs still require the benefits of separation from the permanent organisation that accrue from successfully harvesting project virtues of dynamism and commitment to change. As long as project methodology is not allowed to gum-up progress with unhelpful adherence to rigid controls and time based management, it can still offer an escape from t he failure of permanent organisations to adopt change and give up bureaucratic structures. In search of a way to combine project management with appropriate organisational theory we saw how to classify a project using contingency theory and we were introduced to the Star framework that could be adapted to the management of major programs. Organisational theory has covered much of the ground that leads to discussion over whether major programs should be regarded as temporary or permanent organisations. Contingency theory and organisational design theory offers a way to design a delivery organisation that blends the benefits of both worlds. The conclusion from this discussion is definite. From a management perspective the decision to establish a permanent or temporary organisation for major projects should always be contextual. The start point is strategy. From this position management has to take account of the characteristics of the project and its environment. Calling on frameworks of analysis, a design should be formulated that maximises organisational efficiency in terms of project management, benefits delivery and strategic fit. At the end of this process, having maximised their prospects for success, the designers should step back and regard their creation. From this perspective, where they are standing at a safe distance from professional dogma, they can relax and observe whether what they have created a permanent or temporary organisation, or both.

The Collapse of the Egyptian Regime Essay -- Politics, Hosni Mubarak,

Three months ago, no one in the world could have expected the collapse of the Egyptian regime as a result of a popular revolution. The Egyptians revolted against the iron-fisted hand of the Egyptian president, Hosni Mubarak, over three main authorities in Egypt, which are the legislative authority, the executive authority, and the judicial authority. Revolutionaries also called for overthrow the Egyptian regime in order to achieve all their aspirations for a better life in Egypt, and this appeared clearly from their daily chant for eighteen continuous days, which was â€Å"the people want to bring down the regime.† They realized most of their aims through overthrowing Hosni Mubarak the last Egyptian Pharaoh, and agreed on the transferring of power from Hosni Mubarak to the Supreme Council of the Armed Forces to take control of the nation in a short transition period. The Supreme Council of the Armed Forces exerted all their efforts in order to meet the key demands of the revo lutionaries through suspension the constitution, and decided to form a committee to amend changes to some constitutional articles so as to use them in issuing a constitutional declaration. After the committee had finished the amendment of the constitutional articles, the Supreme Council of the Armed Forces asked citizens to participate in the referendum and not to boycott this process. In fact, most Egyptians, who have the right to vote, agreed on participating in the referendum, although they didn’t decide whether to vote â€Å"yes† or â€Å"no†; accordingly, they drew the world’s attention due to their gigantic contribution in the referendum because they turned out on Saturday, March 19th, to vote on the amendment to nine constitutional articles. The scene was incredible ... ...h many citizens may have other reasons which drove them to participate, I think that there were four main catalysts, which were the main driving forces behind this massive turnout of Egyptians to vote in the referendum. In fact, voters participated in the referendum because of their conviction with the fairness of the referendum, their feeling free to vote, and their participation due to the influence of many groups, which pushed them to look for stability and safety. In my humble opinion, all Egyptians must thank the martyrs for all they have sacrificed in order to see this day. I think that we should be proud of ourselves, and we must recognize changes, which we made in the world that motivated Austrian President Heinz Fischer to say: â€Å"The people of Egypt are the greatest people of earth; and they should deserve a Nobel Prize for Peace† quoted in (Shehab, 2011).

Inside the Mind of a Serial Killer Essay

What are the underling factors that contribute to the psychological profile of men and women serial killers? One may hypothesize that serial killing is triggered by insanity, mental illness, or psychopathy. However, serial killing has been defined by killing at least three or more individuals in a given time (Bartels, 2009). At the same time one might assume that a serial killer is a predator that hunts for human prey. Another hypothesis might be that enacting on their fantasies may perhaps drive them to violence and then they kill and kill again. Nonetheless, the victim is determined by one thing; the mind of the serial killer. Serial killing has been explained as mystifying, bewildering and it is repeatedly hard to grasp and understand why one is able to kill another human being. We often see these perpetrators participate in lunacy or just plain insanity, however, many are not insane nor do they suffer from mental illness (Knight, 2006). Still the axiology of serial murders are still considered ambiguous to whether the source is sociological, biological and psychological philosophies in which psychologist and criminal profilers keep researching. Knight states, â€Å"That serial murders have been chronicled throughout history since the 1400’s. Then by the 1960’s there was an increased number of serial killers, in which one may ask why? Could we apply Bowlby’s attachment theory, personality disorder, and physical abuse as a child to explain such heinous crimes? We do know that serial killing comes in many different forms and in the way each offender has committed these crimes. We also know some kill alone while others kill with partners, although each crime is different; one can see that almost all serial murders are acted upon with the purpose and motive of the fascination each killer perceives they must act out. When we talk about men serial killers, many remember the most notorious like John Wayne Gacy, Ted Bundy, Jeffery Dahmer, Robert Hanson, Larry Gene Bell, Denise Radar and Charles Manson. Although criminal profiling has been around for a long time; John Douglas and Robert Ressler has made criminal profiling into an art. The art of profiling is using deductive reasoning and depends greatly on the human experience and common sense by utilizing psychological, behavioral, criminal and investigative profiling. The main key to capturing a serial killer is to get into the mind of that serial killer (White, 2010). Because of these two men we are now able to see some comparable patterns between these serial killers. 1978 is when investigators uncovered the remains of 29 young men buried underneath and around the home of 36 year old building contractor in suburban Chicago, named John Wayne Gacy. In addition to the bodies in his crawl space he also admitted to killing 4 more between 1972 and 1978. These young men were found to be given marijuana and alcohol, had been sexually assaulted and then strangled and then buried underneath Gacy’s home. When John was young, he was the only boy of 2 sisters. However, his sisters were adored by their father, but John was the brunt of his father’s criticism and felt that his mother was the only person that made his life bearable. His father wanted a tough and masculine son, however John was a very sensitive child. By the age of ten, John would take his mother’s panties and bury them in the backyard very similar to the way he buried the bodies under his house years later.

Are the Differences Between Management and Leadership Essay

What are the Differences Between Management and Leadership? † Management and leadership are closely related but is not the same thing. They are both necessary and complementary to each other. In the corporate world, there are vastly different jobs that require different skills. There are similarities with the two and you can hardly become a great manager without good leadership capabilities. Being a manger does not always mean that the person has the natural ability to lead. And being a good leader does not always make for the best manager. Leaders can be found in all departments of the workplace. A person can be called a leader if he can successfully influence and encourage colleagues to work toward and objective in which the goal is beneficial to the group. The leader’s job is basically to inspire and motivate. Leadership is an ability that is difficult for some people to learn. However, they may not be able to handle difficult business related issues that a manager might have to handle. A manager is considered a leader by definition of the position. Employees are required to follow this individual as required in their job descriptions. Managers offer stability and confidence in organization. Managers are good at delegating tasks and achieving results, but may not be the first person employees look to for guidance. Management may be described as doing things right, while leadership is doing the right thing. Managers have subordinates, while leaders have followers. Employees may not feel a sense of loyalty to a manager, but will stick with the leader because they have a greater sense of belief in them. Managers who don’t have true leadership skills lack certain qualities that are attractive to followers, such as charisma. Being able to blend the styles of a leader and a manager represents a distinguished skills set. That’s why people with the ability to be leaders and mangers are found at the top of all successful companies. The most successful businesses and teams have strong leaders who know how to motivate employees and managers to the results needed to achieve success. I personally think businesses should carefully review applicants for management positions to make sure they have the abilities to lead as well as manage. If the applicant does not possess all of the qualities needed to be a great manager then perhaps they are not the right person for the job. I would not want a manager who you could not depend on in times of crisis and conflict. http://guides. wsj. com/management/developing-a-leadership-style/what -is-the-difference-between-management-and-leadership.

Life-Changing Things to Do in Puerto Rico Top 10 List

Life-Changing Things to Do in Puerto Rico Top 10 List SAT / ACT Prep Online Guides and Tips Puerto Rico tops my list of favorite Caribbean destinations. Not only does it have beautiful beaches and sunshine, but it’s also full of fascinating history, art, and architecture. Combine all this with great food and the chance to practice Spanish, and you’ve got a place that appeals to any traveler. Did I mention that U.S. travelers don’t need to bring a passport or exchange money? You can forego the usual hassles of leaving the mainland while still getting an incredible international experience. If you’re planning your trip or just curious about the â€Å"Island of Enchantment,† read on for 10 unforgettable things to do in Puerto Rico! #1: Admire the Architecture in Old San Juan The blue, cobblestoned streets of old San Juan, Puerto Rico wind through pastel buildings from the 16th and 17th century. As you stroll past cafes, shops, and historic plazas, you’ll find a mix of Gothic, Renaissance, and Baroque architecture with a distinctly Spanish feel. As a National Historic Landmark, the area looks much the same as it did 400 years ago. Where to Go: Meander through the streets of old San Juan and soak up history, culture, and color. The entire historic area will have you taking photographs left and right, but there are a few stops you shouldn’t miss: Calle del Cristo (Cristo Street): Cristo Street is one of the oldest and best preserved streets in old San Juan. You’ll find a mix of old churches, tree-shaded parks, and lively shops and restaurants. San Juan Cathedral: San Juan Cathedral, built in 1540, sits at one end of Calle del Cristo. Once inside, you’ll find the tomb of Ponce de Leon, the mummy of St. Pio, and rich stained glass windows. San Jose Church: This church, first built in 1532, is the oldest in San Juan, as well as one of the oldest examples of Spanish Gothic architecture in the Western Hemisphere. La Fortaleza: This residence of the governor of Puerto Rico has been in continuous use since the mid-1500s. It remains the official residence of the governor of Puerto Rico, and it’s a UNESCO World Heritage Site. Old San Juan is a small, walkable area of criss-crossing streets. How to Get There: Old San Juan is an island linked to the mainland by three bridges. You might take a taxi, bus, or rent a car and drive. Taxis from San Luis Munoz Airport should have a set fare around $20, with an additional dollar or two for luggage. Buses are typically less than $1.00, but they don’t go direct; you’ll have to change lines to make it into old San Juan. If you opt to rent a car and drive, you may look for parking lots off Recinto Sur and Norzagaray Street, as well as La Puntilla lot. Parking rates are reasonable at less than $5 for five hours and 50 cents for each additional hour. If the lots are full, though, then you may have a hard time finding parking on the narrow streets. What to Know: Old San Juan is just an eight to ten block area, but you can easily spend at least a day exploring its nooks and crannies on your own or with a guided walking tour. Surrounded by stone walls, the historic district is known as The Walled City, or La Ciudad Amurallada. The area is very walkable, but it’s also hilly and hot. Wear light clothing, comfortable shoes, and sunscreen. If you get tired, you can hop on the free trolley service that drives throughout the city! #2: Time Travel in 17th Century Forts Old San Juan is surrounded by fortifications and old stone walls that protected the city from invasions between the 16th and 19th centuries. These massive structures encircle the historic city and offer gorgeous views over the blue waters of the Atlantic. As UNESCO World Heritage Sites, they’re well preserved today. Where to Go: Castillo de San Felipe del Morro: This 16th century citadel sits grandly on the northwest coast of old San Juan. Once you get in, you can explore the cliff-side barracks, turrets, and dungeons with a tour group or on your own. Castillo de San Cristobal: This fortification is located on the northeast side of old San Juan, a 17-minute walk or 9-minute drive from San Felipe del Morro. It’s larger, slightly less crowded, and offers panoramic views across the coastline of Puerto Rico. Fortà ­n San Juan de la Cruz (El Caà ±uelo): This fort, also known as El Caà ±uelo, is a stout, square fortification that sits at the entrance of San Juan Harbor on Isla de Cabras (Goat Island). Unlike the other forts, it’s a half hour drive from old San Juan. How to Get There: If you’re in old San Juan, Puerto Rico, you can easily walk to both Castillo de San Felipe del Morro and Castillo de San Cristobal. The free trolley also stops at both forts, or you can take a taxi. To get to El Caà ±uelo, you’d need to drive 20 to 30 minutes from old San Juan along Route 22. A lot of travelers leave this small fort off their itinerary, but it could be worth a stop if you’re visiting the nearby Bacardi Factory in the same day. What to Know: The fortifications that surround old San Juan are impressive examples of 16th century Spanish military architecture. Over the years, the fortifications helped ward off attacks from the British, the Dutch, and the U.S. You can buy a pass to explore all of these National Historic Sites for just $5. Kids under the age of 15 are free. The forts are open everyday from 9 AM to 6 PM. #3: Relax on World-Renowned Beaches If Puerto Rico’s gorgeous white sand beaches are your top priority, you won’t be disappointed. Several of its more than 300 beaches have been named Blue Flag Beaches, which are the best beaches in the world. I’ve picked out the top three, but there are so many more. Where to Go: Flamenco Beach, Culebra: My personal favorite, Flamenco Beach, is your quintessential, perfect Caribbean Beach. With its white sand and turquoise waters, you can easily spend the day switching between sunbathing and swimming. One weird/cool feature: there are washed up U.S. tanks from WWII on one end of the beach (now decorated with colorful graffiti). Luquillo Beach: Like Flamenco Beach, Luquillo is classified as a Blue Flag Beach. On Puerto Rico’s east coast, Luquillo has a long shoreline, calm waters, lots of water activities, and an abundance of food kiosks for mid-day seafood or ice cream. El Escambrà ³n, San Juan: If you’re staying around San Juan, then you should head to El Escambrà ³n for your beach day. You can rest in the shade of palm trees, float in the calm waters, and hang out with locals. Finding your perfect beach could take you all over the island of Puerto Rico and beyond. How to Get There: The easiest way to access Puerto Rico’s beautiful beaches is by car. You can rent a car for about $40 a day, and the roads are easy to navigate. To get to Culebra (with Flamenco Beach) or other islands, you’ll need to hop on a ferry. Small buses will be waiting when you land to take you to the beach. Ferries are $4.50 round trip; the shuttle is $2. Just make sure you arrive well ahead of time so you don’t get stuck! What to Know: With over 300 beaches, you can find whatever you’re looking for- long shorelines, secret swimming spots, family friendly destinations, or posh areas surrounded by resorts. The northern beaches touch the Atlantic, while southern beaches border the Caribbean Sea. Depending on where you’re traveling in Puerto Rico, some other top beaches are La Playuela (especially good for hiking), Blue Beach, La Posita, and Sandy Beach. If you’re looking to surf, head to the northwest coast; Rincon is the place for big waves. #4: Kayak in a Bioluminescent Bay David Resz/Flickr If it’s not already, kayaking in a bioluminescent bay should definitely go on your bucket list. Drifting along a lake at night while sparkly phytoplankton trails from your fingers is a surreal experience. Puerto Rico’s bays have some of the most striking bioluminescence on earth. Where to Go: Mosquito Bay in Vieques: Mosquito Bay is on the south shore of the island of Vieques. Don’t be scared off by the name, but do remember to wear bug spray. Many consider Mosquito Bay to be Puerto Rico’s best and brightest bio bay. Laguna Grande in Fajardo: I chose to kayak in Laguna Grande, as it’s easily accessible by car from San Juan with a drive of a little over an hour. The bio bay was other-worldly. I went on a cloudy night, so it looked like the stars had disappeared overhead and gotten captured in the sparkling water below my kayak. La Parguera: This bay is on the southern shore of Puerto Rico. You’ll find several tours, but La Parguera hasn’t been as well preserved as the other two. It’s a good option if you’re in the area, but if you’re not limited by location, then I’d suggest Mosquito Bay or Laguna Grande. How to Get There: To get to Vieques, you can fly or take a ferry. The ferry takes off from Fajardo, which is about an hour’s drive south of San Juan. The ferry typically departs around three or four times a day and costs only $2.00 each way. You can also book a bio bay tour that includes ferry, bus, and a meal. Driving is the best way to get to Fajardo and La Parguera. Starting from San Juan, it’s about an hour and 15 minutes to Fajardo and two hours and 15 minutes to La Parguera. What to Know: Bioluminescence is the light emitted by microorganisms when they move. You can’t swim in the bays, as the ecosystems are protected. All three of the bio bays are popular and offer eco-friendly night kayak tours for around $45 to $70 per person. Some of the best tour groups are Island Adventures and Abe’s Biobay Tours in Mosquito Bay; Kayaking Puerto Rico and Yokahu Kayaks in Laguna Grande; and Aleli Tours and Rincon Vacations in La Parguera. You’ll likely go in double kayaks and paddle through narrow channels lined by mangroves to get to the open bay. The darker it is, the better you can see the bioluminescence, so the best time to go is during the new moon. #5: Enjoy the Local Cuisine As someone who travels on her stomach, I almost considered putting Puerto Rican cuisine at the top of this list! You’ll find a great diversity of delicious food with Caribbean, Spanish, African, U.S., and indigenous Taà ­no influences. Your trip may take you all over the island, but since most people spend some time in San Juan, I’ve narrowed my top picks to the capital city. Where to Go: El Jibarito: Located in the heart of old San Juan, El Jibarito has a large menu with Puerto Rican mainstays, like mofongo (mashed plantains with meat, shrimp, or vegetables), alcapurrà ­as (meat or yucca-stuffed fritters), seafood, and local cervezas at reasonable prices. Marmalade: For those looking for a fancy night out, Marmalade is considered one of San Juan’s best restaurants. The frequently changing menu plays with new fusions and traditional Puerto Rican flavors. Entrees range between $20 and $35, and it’s definitely advisable to make a reservation. Cafe Manolà ­n: This cafe’s a great stop in old San Juan if you’re looking for a quick lunch or breakfast. It has yummy omelettes, fresh fruit juices, and an array of traditional Puerto Rican dishes, like mofongo, shrimp in garlic, and fried plantains, all at reasonable prices. Farmer's Market at Park La Ventana al Mar: If you’re willing to travel to the neighborhood of Condado, just over the bridge from old San Juan, then you’ll find an awesome outdoor market full of artisanal food and products. Beyond the fresh, locally produced coffee, honey, fruits, vegetables, and sangria, you’ll see food carts with delicious snacks and meals. The market’s open from 9 to 5 on the first Sunday of every month. How to Get There: There’s no shortage of great Puerto Rican restaurants in old San Juan; El Jibarito, Marmalade, and Cafe Manolin are just three of many. Since the historic center is only an eight block area, all of the restaurants can be reached by walking. You could also take advantage of the free trolley service that goes around the city. To get to the farmer’s market at Condado, you could drive, take a taxi for $10 to $15, or take a bus from old San Juan for less than a dollar. What to Know: Seafood, pork, rice, garlic, and plantains are all key ingredients in Puerto Rican cuisine. You should definitely try mofongo, mashed plantains that are typically combined with chicharron, or pork cracklings, and covered in broth. You might also enjoy plenty of spicy rice and beans with a side of pasteles, meat wrapped in vegetable dough and boiled in banana leaves. Many restaurants will make their own hot sauce, or pique, for you to add to dishes. This vinegar and red pepper sauce can range from mildly spicy to life-threatening, so proceed with caution (and no, that wasn’t meant to be a challenge!). #6: Drink Rum and Coffee + Get Behind the Scenes Whether you want to wake up with caffeine or relax with a pià ±a colada, Puerto Rico’s got you covered. Beyond the old-timey bars and cafes, you can get behind the scenes to see how some of the best rum and coffee in the world is made. If you’d rather skip the tour and go straight to the bar or cafe, I’ve got a couple suggestions for those stops, too. Where to Go For Rum: Casa Bacardà ­: If you’re a fan of rum, then you should definitely set aside an afternoon to spend at the Bacardi Factory. You can learn about the history of the company, tour the distillery, take a mixology class, and sample different rums. After the tour, relax on the open-air pavilion with a cocktail or two and enjoy a panoramic view of old San Juan. Cost of tours: $15 for historical tour; $45 for rum tasting and mixology tours. Barrachina: There are plenty of bustling spots for nightlife in San Juan, but Barrachina has one particular claim to fame: it claims to have served the first ever pià ±a colada in 1963. Stop here at the beginning of your night so you can forever say that you’ve tasted the first rum, coconut, and pineapple cocktail. Caribe Hilton: While Barrachina invented the pià ±a colada in 1963, Caribe Hilton invented it in 1954. Wait, what? As it turns out, both bars claim credit for the invention of this tropical cocktail. You may not find the true origin story, but you can sample both while in Puerto Rico and see which you like better! Where to Go for Coffee: Hacienda Pomarrosa: At the top of curvy mountain roads stands Hacienda Pomarrosa, known for its gourmet coffee and conservation work. Make a reservation to take a tour and learn how coffee is grown and roasted. You can also stay overnight in the cottages and enjoy great local food and sweeping views over the Puerto Rican countryside. Hacienda Buena Vista: This fully functioning, 19th century coffee plantation was restored by the Conservation Trust of Puerto Rico. You’ll learn about the history of the 87-acre farm, its conservation efforts, and the hydro-power that runs all the machinery on tours available in both Spanish and English. Caficultura: This artsy cafe in old San Juan serves excellent coffee in all different varieties. You can also enjoy local foods, fresh fruit juices, and homemade crepes as you sip your cafe con leche outdoors or inside under the glass chandelier. Cafà © Don Ruiz Coffee Shop: Don Ruiz cafe, tucked in a plaza across from Castillo del Morro in old San Juan, serves rich and flavorful coffee grown on the owners’ farm. It also has a collection of photos and antiques to teach you about coffee production and the history of the Don Ruiz plantation. How to Get There: As with most destinations outside of San Juan, the easiest way to arrive at Casa Bacardà ­ or the coffee plantations is by car. You can follow the route on Google Maps, plus check the websites for detailed directions. Casa Bacardi is less than half an hour from San Juan, while the coffee plantations are an hour and a half to two hours southwest of the capital city. Some of the roads are windy with steep drop-offs, which can be a little nerve-wracking, but they do offer gorgeous views of the jungle scenery. What to Know: Puerto Rico is famous for its locally-produced rum and coffee, both of which are some of the best in the world. Enjoy pià ±a coladas and cappuccinos at the artisan cafes in San Juan, or go straight to the source for a tour of Casa Bacardi or a coffee plantation in the mountains. The drinking age in Puerto Rico, by the way, is 18. #7: Hike the Trails of El Yunque In the northeast corner of Puerto Rico sprawls the tropical rainforest, El Yunque. The only tropical rainforest in the U.S. National Forest System, El Yunque has miles of hiking trails. It’s the perfect day trip to get outdoors while taking a break from the sun under the cool, dense canopy. Where to Go: Hiking trails: There are several hiking trails in El Yunque, ranging from easy to difficult. A few short hikes are Angelito Trail, Caimitillo Trail, and El Portal Trail. The hikes to the waterfalls are a little longer and can get crowded. More challenging hikes take you up the mountains: Mt. Britton, La Roca, Los Picachos, and El Yunque Peak, which is the tallest at 3,496 feet. Visitor Center: Stop at the Visitor Center for a map and information on El Yunque’s flora and fauna. I was glad to learn there were no bears or poisonous snakes, just lots of frogs and birds. La Coca and La Mina Waterfalls: Do go chasing waterfalls! Hike 0.7 km to get to La Mina Falls or 1.8 miles to get to the less popular La Coca Falls. Once there, you can swim beneath the falls, but a word of caution- the water can be crazy cold. Yokahu Observation Tower: This tower, built in 1936, is easy to access, as it’s just about 30 feet from a parking lot. After climbing a little over 90 stairs, you can enjoy 360 views over the lush green forest and mountains. How to Get There: El Yunque is about a one-hour drive from San Juan along highway 26. You can drive right into the park; entrance and parking are both free. What to Know: The park is open from 7:30 AM to 6:00 PM everyday. It's home to over 50 species of birds, 11 species of bats, and 13 species of coquà ­, or tree frogs. You’ll hear the coquà ­s â€Å"singing† in the morning and evening. There aren’t any accommodations in El Yunque, but you can get a permit to camp in the forest if you want to rough it. The trails can be challenging and muddy, so make sure to bring good sneakers, as well as a towel and change of clothes if you want to swim. #8: Adventure in the Great Outdoors Are you looking for outdoor adventure? With its diverse ecosystems, from beach to jungle to misty mountain- Puerto Rico has a huge outdoor adventure industry. In addition to all the hiking you can do in El Yunque, you can also find climbing, ziplining, rapelling, caving, snorkeling, hang gliding, and kite boarding. Where to Go: Acampa Nature Adventure Tours: Acampa’s tours will have you ziplining over the jungle, rappelling into caves, and climbing up waterfalls. Along with the adrenaline rush, you’ll get a side of historical and environmental education. Rocaliza Adventure Tours: Rocaliza is a great tour for climbers, as they take you to the best spots for top roping, lead climbing, and bouldering. You’ll climb up-river, rappel down a waterfall and into a canyon, and go zip lining over the jungle. Rincon Surf School: The oldest surfing school in the area, Rincon Surf School offers solo and group lessons, along with guided adventures. It caters to beginners and advanced surfers. 15 Knots: Kite-boarding, or kite-surfing, has you riding the waves with the help of a kite catching the wind. 15 Knots teaches people of all levels how to catch the wind and learn this unique water sport. There’s no shortage of outdoor adventure companies in Puerto Rico. Some other highly rated groups are Aventuras Tierra Adentro, Toro Verde, Campo Rico Ziplining Adventure, Ecoquest Adventures Tours, and Batey Zipline Adventures. How to Get There: There are adventure tours all over the island; some of the most popular ones take you to El Yunque, the Camuy Caves, Rincon, Culebra, or Vieques. Most of the adventure tours will pick you up bright and early from your hotel if you’re staying in or around San Juan. What to Know: All of these tours are open to complete beginners, so you don’t have to be an experienced climber or outdoor enthusiast to sign up. Most outdoor adventure tours pack a full itinerary of hiking, climbing, rappelling, swimming, and climbing into a day tour, plus they include transportation and lunch. Make sure to make reservations in advance, wear good sneakers, and pack a change of clothes, bug spray, and sunscreen. #9: Spend the Day Shopping for Caribbean Clothes and Crafts The Puerto Rico shopping scene includes everything from traditional handicrafts to high-end luxury brands. You can find authentic souvenirs in the shops and markets of old San Juan or head to familiar stores at the Caribbean’s largest shopping mall. Plus, you can easily find some of the world’s best rum, coffee beans, and hand-rolled cigars. Where to Go: Puerto Rican Arts and Crafts: This large shop is full of handmade jewelry, traditional carvings, native foods, ceramics, sculptures, paintings, and silkscreens. Located in the heart of San Juan, Puerto Rican Arts and Crafts rests in a restored Spanish colonial building. Address: 204 Calle de la Fortaleza, Old San Juan. Ole Curiosidades: If you’re looking for a hat to shade your face from the sun, then you should head to Ole Curiosidades. It’s known for its Panama hats and attentive merchants who will help you find the perfect fit. The shop also has Puerto Rican and Latin American art and antiques. Address: 105 Calle de la Fortaleza, Old San Juan. Caribbean Trading Company: This multi-room store is packed full with local souvenirs, including clothing, jewelry, arts and crafts, hot sauces, and rum cake. It lands firmly on the touristy side of things, but it has good prices and is a nice stop if you’re going to or leaving the rainforest, El Yunque. Address: 4 Calle Principal, Rio Grande. The Poet’s Passage: This artsy spot in old San Juan is a shop, gallery, and cafe all in one that hosts frequent poetry readings. You can enjoy the coffee, browse paintings by local artists, and order personalized crafts, like a colorful â€Å"Door of San Juan.† Address: 203 Calle de la Cruz, Old San Juan. Plaza Las Americas: If you’re looking for some serious shopping, then you should head to Plaza las Americas, the largest shopping mall in the Caribbean. It has over 300 stores, (the usuals, like Macy’s, Ann Taylor, Zara, etc.), plus a big local artisan section on the third floor. It’s also packed full of restaurants and a movie theater, Caribbean Cinemas. Address: 525 Roosevelt Avenue, Hato Rey, San Juan. How to Get There: Puerto Rican Arts and Crafts, Ole Curiosidades, and The Poet’s Passage are all located in old San Juan. As you now know, walking or hopping on the free trolley is the best way to get around the historic district. Caribbean Trading Company is just a few minutes from El Yunque, so it’s a great stop on your way to the jungle or after your hiking trip. Finally, Plaza de las Americas is about a 15-minute drive from San Juan at the intersection of Routes 18 and 22. What to Know: Since Puerto Rico is a transportation hub and popular stop for cruise ships, it has a big shopping scene. You can find lots of authentic handicrafts and artisanal products, as well as big brand department stores, like Macy’s, or luxury stores, like Louis Vuitton. Two traditional handicrafts that you’ll find are caretas, masks for Carnival, and santos, carvings of patron saints in wood, stone, or gold. Puerto Rico is also known for its handmade lace, or mundillo. On my trip, I got a wood carving of a coquà ­ (tree frog) that now hangs on my wall at home. #10: Road Trip on the Panoramic Route Winding 167 miles across the island, Puerto Rico’s Panoramic Route leads you into rural Puerto Rico. This one of a kind road trip will take you past roadside barbecues, sprawling coffee plantations, and cascading waterfalls. If you’re looking to get off the beaten track and find some spectacular views, then you’ll enjoy this scenic route from east to west and back again. Where to Go: Carite Forest Reserve: Carite is the first of four forest reserves along the Panoramic Route, and it’s a beautiful stop to stretch your legs under the palm trees. Just five minutes along the main trail is Charco Azul, a natural, bright blue creek pool that’s great for swimming. Aibonito: The highest village in Puerto Rico at 2,500 feet, Aibonito is known for its flowers. In fact, it’s nicknamed the City of Flowers and has a flower festival every June. From here, you can also explore the cliffs and waterfalls of San Cristobal Canyon. Maricao: The mountain town of Maricao will be your last stop on the Panoramic Route. Surrounded by huge coffee plantations, Maricao is known as La Ciudad del Cafà ©, or the City of Coffee. After you’ve reenergized with caffeine, you can go hiking in the nearby Monte del Estado Forest, Puerto Rico’s largest state forest. How to Get There: The Panoramic Route slices east to west across Puerto Rico, starting in Mayaguez and ending in Maunabo. It’s made up of Routes 105, 143, and 182 and takes you over mountains and through valleys. You can start in San Juan and move west, perhaps staying overnight in the mountain town of Jayuya. Since there’s a tangle of numbered roads along the way, it’s often better to follow the sign for a town than for the route itself. More importantly, bring a map and pre-loaded GPS or Google Maps directions. If you’re driving the Panoramic Route, GPS will be your friend. What to Know: The Panoramic Route takes you into the heart of rural Puerto Rico. Some of the roads are narrow and winding, so take it slow and honk when turning blind corners. Because of the twisting, hilly roads, this trip might not be a favorite for those prone to motion sickness. For anyone who wants to go deeply into the Puerto Rican countryside, this road trip will dazzle you with misty mountains, dense rainforest, and patchworks of coffee farms. Since you’ll be venturing off the beaten path, you may benefit from brushing up on a few Spanish phrases! So there you have it- the top 10 unforgettable things to do in Puerto Rico and the 41 best places to do them! As you can see, there’s a huge number of places to see and experiences to have in Puerto Rico. To help you put it all together, consider this brief itinerary for a week on the Island of Enchantment. 1 Week in Puerto Rico: Your Itinerary Now that you have a sense of the top things to do in Puerto Rico, how can you make a plan that includes all your favorites? That all depends on how much time you have, but here’s one suggested itinerary for travelers who are in Puerto Rico for about a week. Day 1: Fly into San Luis Muà ±oz Marà ­n International Airport. Pick up your rental car, and drive into old San Juan. Spend the afternoon strolling around the historic district, eating Puerto Rican food, and shaking off any jet lag or traveling fatigue. Day 2: Explore old San Juan. Admire the colorful buildings, go shopping, and take a tour of Castillo de San Felipe del Morro and Castillo de Cristobal. Punctuate your day with good coffee, food, and the world’s best pià ±a coladas. Day 3: Beach day! Head to a beach in San Juan, like El Escambrà ³n, or road trip down to Fajardo and take a ferry to Culebra. Swim, snorkel, sunbathe, repeat. If you stick close to San Juan, then head to Casa Bacardi and sample rum in the afternoon. Day 4: Go hiking. Drive to El Yunque in the morning and spend the day hiking the trails and swimming under waterfalls. You might stop at the Caribbean Trading Company to buy souvenirs for yourself, friends, and family. If you want more of an outdoor adventure experience, go on a ziplining and caving tour. Day 3 or 4 are also good times to go kayaking in a bioluminescent bay. Tours usually depart at 6 or 8 PM. Day 5: Road trip. Set out bright and early on the Panoramic Route. Go hiking in a national forest, walk around the City of Flowers, and explore the San Cristobal Canyon. Alternate plans: go on an outdoor adventure tour, visit a new beach or coffee plantation, or spend the day shopping. Day 6: Road trip, part 2. Continue west to explore the rural Puerto Rican countryside and coffee plantations along the Ruta Panoramica. If the Panoramic Route isn’t your thing, you could also spend the day hiking, snorkeling, and swimming at a beach or visiting art museums. Day 7: Take any last-minute photos of the Spanish colonial architecture or massive stone forts. Enjoy your last delicious cup of coffee in an outdoor plaza while watching the passersby. Finally, figure out when you can get yourself back to Puerto Rico. Of course, you could also throw the itinerary out the window and spent your days relaxing on the beach with a bottomless pià ±a colada in hand. Or you might eschew schedules altogether and just see where your adventure takes you! Planning Your Puerto Rico Vacation Whether you want to adventure in the great outdoors, spend your days at the beach, or admire art and architecture, Puerto Rico has got you covered. Its beaches are world-renowned, and its centuries-old plazas and fortresses transport you to a Spanish colonial past. While Puerto Rico’s now a commonwealth of the U.S., it has its own cultural identity shaped by Spanish, African, Caribbean, and Taà ­no influences. The streets of old San Juan feel Caribbean and European at once, and you don’t even have to bring a passport or exchange money. Learning a few Spanish phrases, if you don’t know them already, could be helpful, although you’ll find that lots of people speak excellent English. Depending on what you’re looking for, your trip can feel as familiar or as exotic as you want it to. Puerto Rico allows travelers to find their perfect balance of beach holiday, cultural excursion, and outdoor adventure. Its versatility, combined with delicious food and sunshine, makes Puerto Rico a destination that you’ll never forget.

The Autobiography of Malcolm X

The Autobiography of Malcolm X Free Online Research Papers In his book, The Autobiography of Malcolm X, Malcolm describes the racist society in the 1930’s. As a young boy the Ku Klux Klan killed Malcolm’s father. When Malcolm grew up he wanted to be a lawyer, but racism stood in his way. Later on, he goes to New York where he works in many illegal jobs such as: a hustler, robber, drug dealer, and pimp dealer. He then is sent to prison. There he learns about Islam in a wrong way. He also starts using his hustler techniques to win people and convert them. When he goes to Mecca he sees and learns the â€Å"true Islam†. He then is expelled from the Nation of Islam, which was the old organization that described Islam as an anti-white religion. As Malcolm moves from one environment to another he adapts and as he moves he names himself a couple of names such as: Detroit Red, Satan, Elhajj Malik Shabbazz, and Malcolm X. There are many symbols that show that Malcolm’s view change based on the environment surrounding him. One of the many symbols is his zoot suit, and doing a conk hairstyle when he moves to New York. When he was in New York he started to befriend pimps such as Sammy the pimp, and drug dealers and robbers such as: Shorty. He also had white girlfriend, but he uses her for status reasons. He later gets his name Detroit Red when he lives in whorehouse and starts marijuana and cocaine addiction. He then is arrested and sent to prison for ten years. As one can see the environment usually affects Malcolm. While in prison Malcolm tries to stop taking drugs. This causes him to be very frustrated, which gets him another name by his inmates: Satan. While in jail he meets Billi an educated Negro, he then starts copying and reading a dictionary. He also hears about Islam and converts. As Malcolm reads he starts to improve his English and vocabulary. He also starts to become an extremist this is evident in his saying: Yes, Im an extremist. The black race here in North America is in extremely bad condition. You show me a black man who isnt an extremist and Ill show you one who needs psychiatric attention! Once he came out of jail he buys glasses, a wristwatch, and a suitcase. These things symbolize his commitment in traveling to spread Islam, and his commitment to start an efficient career. Malcolm worked to free black people from racism at any price even his own death. He had once said: Be peaceful, be courteous, obey the law, respect everyone; but if someone puts his hand on you, send him to the cemetery. He also said: The price of freedom is death.† He also said: If youre not ready to die for it, put the word freedom out of your vocabulary. His first step was to unite all black people first. He had said that in his famous saying: â€Å"Whites can help us, but they cant join us. There can be no black/white unity, until there is first some black unity.† Later on, he believed that all oppressed people should unite. This idea is evident in his saying: The only way well get freedom for ourselves is to identify ourselves with every oppressed people in the world. We are blo od brothers to the people of Brazil, Venezuela, HaitiCuba- yes, Cuba too.† When he went to hajj to Mecca and came back he was amazed about the â€Å"colorblindness† there. He had said: I remember one night at Muzdalifa with nothing but the sky overhead, I lay awake amid sleeping Muslim brothers and I learned that pilgrims from every land every color, and class, and rank; high officials and the beggar alike all snored in the same language.† This had brought him to believe that Islam was the best solution to erase the evil of racism. This is evident in his saying: America needs to understand Islam, because this is the one religion that erases from its society the race problem.† This is what Malcolm X or Elhajj Shabbazz as he named himself. In conclusion Malcolm’s life is full of conversions, from hustler to lecturer to leader. What is pretty interesting is that his hustling skills got him to be a good leader. He had once joked by saying that he got his bachelor degree from the streets of Harlem. Once again one can see that the environment and surroundings affected Malcolm X Research Papers on The Autobiography of Malcolm XWhere Wild and West MeetThe Masque of the Red Death Room meaningsThe Effects of Illegal Immigration19 Century Society: A Deeply Divided EraCapital PunishmentMind TravelHonest Iagos Truth through DeceptionComparison: Letter from Birmingham and CritoThe Hockey GameHip-Hop is Art

Case Analysis Of Jason Learning Disability

Analysis of the case scenario suggests that the person Jason, a 29 years aged male, presents some variety of mental disorders. Upon his admission to the medium secure unit, a thorough analysis of the patient’s history suggests that he suffers from learning disability,  and intermittent explosive disorder. Signs of depression are also observed in the patient. People with mental illness are often subjected to social stigma and discrimination that worsen their situation and make it difficult for them to recover. According to research studies, 1 in 4 people are likely to experience mental health problems at some point of their lives (Fazel and Seewald 2012). Furthermore, such mental health problems have also been found among 1 in 10 children globally (Reupert and Kowalenko 2013). Learning disabilities are neurological problems that interfere with the basic skills of learning suggest writing reading or calculating. These disabilities are often found to interfere with higher mental faculties such his time planning, organization, memory, abstract reasoning and attention (Cortiella and Horowitz 2014). Such disabilities have been found to create a negative impact on the academic of a person in addition to hampering his or her relationship with friends, family and workplace. Owing to the fact that the patient Jason suffers from learning disability since childhood, it can be stated that there is a gap between his potential and actual achievements (Geary 2013). Emotional regulation can often be defined as a complex process that encompasses initiation, inhibition and modulation of the mental state and behavior of an individual in response to a stimulus. These stimuli provoke subjective experiences such as feelings or emotions, followed by cognitive processes such as thoughts (Barlow, Allen and Choate 2016). An analysis of the case scenario suggests that Jason suffered from depression, which features em otional dysregulation. It makes him unable to regulate his emotional response with regards to provocative stimuli. This is established by his previous history of conflicts in relationship or perceived abandonment. This often contributes to the sudden bursts of anger and passive aggressive behavior that he manifests. According to the DSM-V criteria, emotional dysregulation is considered as an essential feature of a large number of psychological disorders. Presence of depressive symptoms in the person can be attributed to symptoms of loneliness and social withdrawal (Strang et al. 2012). Loneliness often includes anxious feelings regarding lack of communication or connection with other beans. Such lack of social connection can be directly linked to his antisocial or hostile behavior towards others. Depressive symptoms are confirmed by signs of social withdrawal and lack of interest to attend pleasurable activities (Martin, Neighbors and Griffith 2013). The fact that Jason always carries a nice and gives repeated threats to harm others can be correlated with presence of intermittent explosive disord er, which is characterized by sudden outburst of violence and anger that is disproportionate to the situation (Coccaro 2015).   Such behavior is often triggered by inconsequential events and results in disproportionate reactions to real or perceives provocation. Therefore, there is a need to implement cognitive behavioral therapy, Dialectical behavioral therapy (DBT) and psychotropic medications to improve the overall health and well-being of the person. The therapy is aimed towards helping people suffering from borderline personality disorder and mood disorders, by changing thoughts related to self harm to others or suicidal ideations (Linehan et al. 2015). It will increase the cognitive and emotional regulation of the person by gaining information about the triggers and underlying factors that contribute to search inappropriate reactive states (McMain et al. 2012). It will further help in assessing the coping skills that need to be applied to avoid such undesirable behavior. On the other hand, cognitive behavioral therapy such as cognitive relaxation and coping skills therapy will help in counteracting panic anxiety and anger, thereby treating intermittent explosive behavior. The intervention plan that will be device for the treatment of Jason will keep in consideration his presenting signs and symptoms, and the predisposing factors that might have increased his likelihood of getting affected with mental disorder. The common symptoms that he manifests include escalating patterns of sudden aggressive behavior such as using a knife to threat members of the community. Therefore, in order to treat presence of intermittent explosive behavior and depression, cognitive behavioral therapy and dialectical behavioral therapy will prove most effective. According to the DSM-5 diagnosis, depressed mood is characterized by subjective reports of feeling sad, hopeless or empty throughout the day. It is also marked by diminished pleasure or interest in daily activities, accompanied by psychomotor retardation or agitation (Copeland et al. 2013). DBT will focus on accepting and healthy and uncomfortable behavior and will help Jason to acknowledge that most of his self-destructive or depressing behaviors are inappropriate. A person suffering from major depressive disorder often experiences feelings of worthlessness, which in turn creates an overwhelming atmosphere of sadness that invalidate all aspects of their life (Harned et al. 2012). Therefore, the primary aim of this intervention is to reduce negative behaviors and modulates extreme emotions, which contributes to depression (Miller, Carnesale and Courtney 2014). Moreover, it will allow the patient to trust self-thoughts, emotions and activities. The proposed intervention includes conduction of dialectical behavior therapy for 1 hour, twice a week for 8 months, and coping skills therapy for 6 months. Establishing a good rapport with the patient is the primary criteria of providing the intervention as it will help in fostering an efficient therapeutic relationship. The background of the patient including his job information, his childhood, education and personal history will be collected, in order to formulate a better diagnosis plan. Effective communication can be initiated by making direct eye contact, and using appropriate hand gestures and nonverbal communication skills (Morse et al. 2012). Showing an authentic interest in the concerned patient and picking up on cues from his responses will also help in identification of issues other than the main problem. In addition to using appropriate communication skills, active listening will also facilitate establishment of a good rapport. Furthermore, it will help in miscommunication or misinterpretation. Mindfulness- This is the basic foundation of the therapy as it assists an individual to tolerate and accept all powerful emotions that appear while challenging certain habits or getting exposed to upsetting situations. The therapist will assist Jason to pay attention to the present moment, in a non-judgmental manner, while experiencing his senses and emotions to the maximum level. Jason will also be made more aware of senses related to smell touch taste sight and sound (Mehlum et al. 2014). Emotional regulation- This skill will create opportunities for identifying obstacles that prevent demonstration of appropriate emotion. It will also help in reducing vulnerability to the emotion mind and will increase mindfulness and positive approach to emotional events. It will help the patient to correctly interpret an event with appropriate use of body language sensation and action. A counselor will also be required while conducting this module of the therapy (Essau et al. 2012). The counselor will provide assistance in making the patient understand the ill effects of the drugs on physical and mental health. Distress tolerance- This is the third module of the therapy, which will allow the patient to respond or deal appropriately to distressing circumstances such as serious illness, traumatic events, financial loss, or death of beloved people. It will help the patient to learn the way of bearing pain skillfully. This in turn will enhance the ability to accept such situations in a non-judgmental and non-evaluative manner. Interpersonal effectiveness- This will focus on enhancing problem solving skills and increasing assertiveness. All the patients suffering from intermittent explosive disorder or depression possess good interpersonal skills. However, they often fail to apply these skills in current situation. The module will focus on situations related to changing an objective or to resisting changes. It will make Jason show an inclination to contact his family members, rather than avoiding them (Bedics et al. 2012). Jason will be provided with homework when he would have to pick specific problem sir behaviors from the provided list, and will have to identify the pros and cons of either acting on or resisting the urges. This will help in determining effectiveness of the therapy. Due to the fact that aggressive behavior can lead to an intended or serious consequences, coping skills therapy will be implemented in this case scenario to help Jason adapt himself to cope or mitigate with his reactions. Jason’s aggressive behavior can be attributed to his upbringing, relationship with family, being bullied at school and work difficulties. These results in the explosive behavior that makes him demonstrate harm towards self and others. Such overtly confrontational antisocial behavior can be correlated with his previous history of stealing and physical aggression (Coccaro 2012). Lack of proper parenting is also another major contributing factor. Practicing relaxation techniques- This will help Jason to manage his anger by participating in techniques such as diaphragmatic breathing, progressive muscle relaxation and meditation. Involving the diaphragm muscle of the abdomen while breathing, will help in reducing stress and anxiety. Progressive muscle relaxation will make the person coordinate between relaxing and sensing a variety of muscle groups in the body. Meditation will also help in achieving equilibrium, thereby balancing between emotions and gaining a mastery over thoughts and feelings (Meuret et al. 2012). Self-monitoring thoughts- This will help the patient to closely monitor thoughts and feelings with regards to the determined standard, which in turn will help in correlating the actions. It will also involve homework when Jason will be made to measure his thoughts in relation to social circumstances, and then compare them with behavior that should be displayed during such instances. Setting and managing goals- Having a goal or objective in life helps in giving a purpose or direction. This skill will motivate the patient to focus on improving his life and accomplish his goals in future. It will help him in setting appropriate objectives with a directed vision, without getting stressed. This in turn will improve his mood, and quality of life, by reducing hostile attitude and anger. Cognitive restructuring- This module will help in identifying and learning maladaptive or irrational thoughts, commonly referred to as cognitive distortions. It will focus on emotional reasoning, magical thinking and all or none thinking. This will help in preventing extreme thoughts in the person. A counselor will play an important role while implementing this module, by helping Jason identify his irrational beliefs that affect his behavior as well as emotions (Salloum and Overstreet 2012). The homework for this therapy would include coping skills exercise where Jason will be made to list a minimum of 5 instances when he felt like procrastinating, comforting himself, or showing violent behavior towards the receiver. He will be made to circle the coping skills that he considers counterproductive or an healthy, and will also be made to suggest healthier alternatives. This will determine positive implications of the administered therapy. In addition, physician will be consulted for administration of atypical antidepressant drugs such as aripripazole, citalopram or bupropion for preventing recurrence of his depressive symptoms. Several challenges and ethical considerations that might arise while caring for Jason include his low self esteem and unwillingness to participate. Presence of depressive symptoms often makes a person show apathy, which might make him reluctant to get treated. He might fail to understand the rational of the aforementioned two therapies, and may resort to violence attitude. Therefore, effective interpersonal skills and showing sensitivity towards the patient is needed. The primary strength of dielectric behavioral therapy lies in the fact that several randomized control trials have been conducted which have determined its effectiveness for treating borderline personality disorder and depression. The aforementioned mental diseases are severe and persistent in most people. Implementation of this therapy among such patients has shown long-term adherence and compliance in the target population. Recent findings have suggested that this behavioral therapy is successful in addressing the problematic behaviors manifested by patients, and help in elimination of abnormal mental state (Pistorello et al. 2012). According to research findings, use of DBT in combination with medication produces even better results. According to several research studies, combining the therapy with atypical antipsychotic medications such as olanzapine helps in reducing depression, impulsivity, and anxiety among patients, and also shows and improvement in treatment adherence. Effec tiveness of the therapy has been established by other studies conducted in outpatient settings as well, where the therapy has shown significant positive impacts in reducing suicidal ideation, and depression (Bedics et al. 2012). Similar findings have been reported other randomized control trials, where the therapy has been proved effective in eliminating signs and symptoms of hopelessness, social withdrawal, and para-suicidal behavior. However, the major limitation is associated with the fact that most of the available research that investigated effectiveness of the therapy had been conducted on small sample sizes, and focused on specific sectors of mental health population. Therefore, there is a need to evaluate whether the therapy is effective for people suffering from different mental health disorders. Moreover, most studies were conducted by doctoral level students or highly educated professionals, which indicate an intensive training is required before implementing the therapy on patients (Mehlum et al. 2014). Furthermore, there is a lack of follow-up interview in the trials that have been conducted. Hence, long-term benefits of the therapy are not yet established. Moreover, the therapy is a demanding p rocess and required patients to spend several hours during his conduction. Patient suffering from depression shows reluctance to its implementation. In addition, the therapy focuses on the approach that can be implemented up on patients who are ready to acknowledge their illness and show compliance during the therapy sessions. Hence, any form of hesitance from the patient might lead to misleading results. On the other hand, several studies have been carried out that have established effectiveness of the coping skills therapy. It has proved effective in increasing the ability to tolerate various forms of uncertainty during explosive disorder or depression. According to research trials, this therapy often leads to avoidance of situations that can make a person procrastinate or delay taking action. Another benefit is associated with the fact that it impacts the ability to recognize rumination or repeated botherations about a thought, by influencing the person to attempt problem solving (Hayes 2016). Research findings also suggest that this therapy helps in blocking out distressing thoughts, reduce intensity, and lower rates of intermittent explosive behaviour. Further benefits are related with the ability to identify thought distortions, such as, negative predictions or personalizing, which often contribute to such explosive attitude. The skills employed by this therapy have shown positive impacts in increasing will power, reducing avoidance coping, and preventing violent behavior (Rector and Beck 2012). Research studies also suggest that the therapy not only eliminates anxiety and panic behaviour, but also enhances self-improvement motivation. However, the major limitation is associated with the fact that not much research trials have been conducted to determine effectiveness of this therapy among people suffering from mental problems, in addition to learning disability. Furthermore, at times it may often overlook troubling issues, related to personal history or family (Collins, Woolfson and Durkin 2014). While the administration of atypical antidepressants might help in preventing recurrence of depressive disorder, certain side effects such as, insomnia, blurred vision, dry mouth, weight gain, increased appetite, fatigue, and nausea may be observed. Thus, a critical evaluation of Jason's case scenario suggests that dielectric behavioral therapy and coping skills cognitive behavioral therapy will be most effective in providing relief and improving his mental health status. Barlow, D.H., Allen, L.B. and Choate, M.L., 2016. Toward a Unified Treatment for Emotional Disorders–Republished Article.  Behavior therapy,  47(6), pp.838-853. Bedics, J.D., Atkins, D.C., Comtois, K.A. and Linehan, M.M., 2012. Treatment differences in the therapeutic relationship and introject during a 2-year randomized controlled trial of dialectical behavior therapy versus nonbehavioral psychotherapy experts for borderline personality disorder.  Journal of Consulting and Clinical Psychology,  80(1), p.66. Coccaro, E.F., 2012. Intermittent explosive disorder as a disorder of impulsive aggression for DSM-5.  American Journal of Psychiatry,  169(6), pp.577-588. Coccaro, E.F., 2015. Intermittent explosive disorder.  Psychiatric Times,  32(3), pp.47-47. Collins, S., Woolfson, L.M. and Durkin, K., 2014. Effects on coping skills and anxiety of a universal school-based mental health intervention delivered in Scottish primary schools.  School Psychology International,  35(1), pp.85-100. Copeland, W.E., Angold, A., Costello, E.J. and Egger, H., 2013. Prevalence, comorbidity, and correlates of DSM-5 proposed disruptive mood dysregulation disorder.  American Journal of Psychiatry,  170(2), pp.173-179. Cortiella, C. and Horowitz, S.H., 2014. The state of learning disabilities: Facts, trends and emerging issues.  New York: National Center for Learning Disabilities, pp.2-45. Essau, C.A., Conradt, J., Sasagawa, S. and Ollendick, T.H., 2012. Prevention of anxiety symptoms in children: Results from a universal school-based trial.  Behavior therapy,  43(2), pp.450-464. Fazel, S. and Seewald, K., 2012. Severe mental illness in 33 588 prisoners worldwide: systematic review and meta-regression analysis.  The British Journal of Psychiatry,  200(5), pp.364-373. Geary, D.C., 2013. Early foundations for mathematics learning and their relations to learning disabilities.  Current directions in psychological science,  22(1), pp.23-27. Harned, M.S., Korslund, K.E., Foa, E.B. and Linehan, M.M., 2012. Treating PTSD in suicidal and self-injuring women with borderline personality disorder: Development and preliminary evaluation of a dialectical behavior therapy prolonged exposure protocol.  Behaviour research and therapy,  50(6), pp.381-386. Hayes, S.C., 2016. Acceptance and Commitment Therapy, Relational Frame Theory, and the Third Wave of Behavioral and Cognitive Therapies–Republished Article.  Behavior therapy,  47(6), pp.869-885. Linehan, M.M., Korslund, K.E., Harned, M.S., Gallop, R.J., Lungu, A., Neacsiu, A.D., McDavid, J., Comtois, K.A. and Murray-Gregory, A.M., 2015. Dialectical behavior therapy for high suicide risk in individuals with borderline personality disorder: a randomized clinical trial and component analysis.  JAMA psychiatry,  72(5), pp.475-482. Martin, L.A., Neighbors, H.W. and Griffith, D.M., 2013. The experience of symptoms of depression in men vs women: analysis of the National Comorbidity Survey Replication.  JAMA psychiatry,  70(10), pp.1100-1106. McMain, S.F., Guimond, T., Streiner, D.L., Cardish, R.J. and Links, P.S., 2012. Dialectical behavior therapy compared with general psychiatric management for borderline personality disorder: clinical outcomes and functioning over a 2-year follow-up.  American Journal of Psychiatry,  169(6), pp.650-661. Mehlum, L., Tà ¸rmoen, A.J., Ramberg, M., Haga, E., Diep, L.M., Laberg, S., Larsson, B.S., Stanley, B.H., Miller, A.L., Sund, A.M. and Grà ¸holt, B., 2014. Dialectical behavior therapy for adolescents with repeated suicidal and self-harming behavior: a randomized trial.  Journal of the American Academy of Child & Adolescent Psychiatry,  53(10), pp.1082-1091. Meuret, A.E., Wolitzky-Taylor, K.B., Twohig, M.P. and Craske, M.G., 2012. Coping skills and exposure therapy in panic disorder and agoraphobia: latest advances and future directions.  Behavior therapy,  43(2), pp.271-284. Miller, A.L., Carnesale, M.T. and Courtney, E.A., 2014. Dialectical behavior therapy. In  Handbook of Borderline Personality Disorder in Children and Adolescents  (pp. 385-401). Springer, New York, NY. Morse, G., Salyers, M.P., Rollins, A.L., Monroe-DeVita, M. and Pfahler, C., 2012. Burnout in mental health services: A review of the problem and its remediation.  Administration and Policy in Mental Health and Mental Health Services Research,  39(5), pp.341-352. Pistorello, J., Fruzzetti, A.E., MacLane, C., Gallop, R. and Iverson, K.M., 2012. Dialectical behavior therapy (DBT) applied to college students: A randomized clinical trial.  Journal of consulting and clinical psychology,  80(6), p.982. Rector, N.A. and Beck, A.T., 2012. Cognitive Behavioral Therapy for Schizophrenia: An Empirical Review Neil A. Rector, PhD and Aaron T. Beck, MD (2001). Reprinted from the J Nerv Ment Dis 189: 278–287.  The Journal of nervous and mental disease,  200(10), pp.832-839. Reupert, A.E. and Kowalenko, N.M., 2013. Children whose parents have a mental illness: prevalence, need and treatment.  The Medical Journal of Australia,  199(3 Suppl), pp.S7-9. Salloum, A. and Overstreet, S., 2012. Grief and trauma intervention for children after disaster: Exploring coping skills versus trauma narration.  Behaviour research and therapy,  50(3), pp.169-179. Strang, J.F., Kenworthy, L., Daniolos, P., Case, L., Wills, M.C., Martin, A. and Wallace, G.L., 2012. Depression and anxiety symptoms in children and adolescents with autism spectrum disorders without intellectual disability.  Research in Autism Spectrum Disorders,  6(1), pp.406-412. With a decade's experience in providing essay help,

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